Editorial Board   Guest Author

Mr. Greenleaf

John Greenleaf

Global Head, Hilton Garden Inn

John Greenleaf proudly serves as globalhead of Hilton Garden Inn. In his role, Mr. Greenleaf is responsible for the strategicdirection and vision of an award-winning brand that features more than 750locations in 37 countries.

Since joining Hilton in 2011, Mr.Greenleaf has held several strategic brand management positions that leverage hisstrong expertise in developing, operating, marketing and growing hospitality brands.Most recently, Mr. Greenleaf served as global head of DoubleTree. He wasresponsible for overseeing the global Full Service Sales group and global BrandProgram Management, Openings & Analytics team for Hilton Full Service Brands,which includes DoubleTree; Hilton Hotels & Resorts; and Curio by Hilton - ACollection of Unique Hotels.

Previous positions have included vicepresident of global brand performance support for the flagship Hilton Hotels &Resorts where he was responsible for leadership and direction of brand supportoperations for the brand's hotels around the world. Mr. Greenleaf began hiscareer as vice president of global brand marketing for DoubleTree by Hiltonwhere he oversaw a global brand repositioning in 2011, plus global advertising,visual identity, public relations, social media, online marketing, brandpartnerships, and promotions and hotel marketing communications support.

Mr. Greenleaf earned a Master ofBusiness Administration from The Amos Tuck School of Business at DartmouthCollege and a bachelor's degree in economics from Dickinson College, graduatingmagna cum laude. He also studied at the University of St. Andrews in St.Andrews, Scotland.

Originally from Pennsylvania, Mr.Greenleaf enjoys classic cars, golf and spending quality time with his wife,Anne, and their two children.


Please visit http://www.hilton.com for more information.

Mr. Greenleaf can be contacted at 783-883-1000 or john.greenleaf@hilton.com

Coming up in October 2019...

Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.